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" EXCELLENCE is the next five minutes. Organizations exist to SERVE. Period. Leaders exist to SERVE. Period. SERVICE is a beautiful word. SERVICE is character, community, commitment. (And profit.) SERVICE is a beautiful word. SERVICE is not "Wow." SERVICE is not "raving fans. SERVICE is not "a great experience." Service is "just" thatSERVICE.
To appreciate this presentation [and ensure that it is not a mess], you need Microsoft fonts:
NOTE:
Slides at
tompeters.com
XFX = #1
I intend to start using this as a stand alone 1st slide. I believe that in most any organization of, say, more than a dozen people, the #1 issue is cross-functional communicationintegration. It is both Problem #1 and Opportunity #1. From intelligence pattern recognition to order execution to innovation, our INTERNAL barriers, not our competitors cleverness, are the principal impediment to effectiveness. I suspect we all agree with that. But is itAND IT RARELY ISliterally seen as SO1Strategic Opportunity #1? (Please do me the honor of thinking about this.)
#1
cause of
employee Dis-satisfaction?
What was the most important lesson youve learned in you long and distinguished career? His immediate
was asked, answer
remember
to tuck the shower curtain inside the bathtub
Execution strategy.
Fred Malek
is
In real life, strategy is actually very straightforward. Pick a general direction and implement like hell
Jack Welch
On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. Your main constituencies are your employees, your customers and your products. Jack Welch, FT, 0313.09, page 1
The art of war does not require complicated maneuvers; the simplest are the best and common sense is fundamental. From which one might wonder how it is generals make blunders; it is because they try to be clever. Napoleon
bank, in the Mid-west, attended a seminar of mine in Northern California in the mid-80sbut I remember the following as if it were yesterday. Ive forgotten the specific context, but I recall him saying to me, pretty much word
Tom let me tell you the definition of a good lending officer. After church on Sunday, on the way home with his family, he takes a little detour to drive by the factory he just lent money to. Doesnt go in or any such thing, just drives by and takes a look.
for word,
Herb Kelleher,
Source: Joe Nocera, NYT, Parting Words of an Airline Pioneer, on the occasion of Herb Kellehers retirement after 37 years at Southwest Airlines (SWAs pilots union took out a full-page ad in USA Today thanking HK for all he had done; across the way in Dallas American Airlines pilots were picketing the Annual Meeting)
No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.
Marcus Buckingham,
**Sweat the details! **Stay in touch! **Its all about the people!
Zappos 10 Corporate Values Deliver WOW! through service. Embrace and drive change. Create fun and a little weirdness. Be adventurous, creative and open-minded. Pursue growth and learning. Build open and honest relationships with communication. Build a positive team and family spirit. Do more with less. Be passionate and determined. Be humble.
Source: Delivering Happiness, Tony Hsieh, CEO, Zappos.com
**Sweat the details! **Stay in touch! **Its all about the people! **Wow!
Definition of a boss/supervisor/
do
Anon.
Oath of Office: Managers/Servant Leaders Our goal is to serve our customers brilliantly and profitably over the long haul. Serving our customers brilliantly and profitably over the long haul is a product of brilliantly serving, over the long haul, the people who serve the customer. Hence, our job as leadersthe alpha and the omega and everything in betweenis abetting the sustained growth and success and engagement and enthusiasm and commitment to Excellence of those, one at a time, who directly or indirectly serve the ultimate customer. Weleaders of every stripeare in the Human Growth and Development and Success and Aspiration to Excellence business. We [leaders] only grow when they [each and every one of our colleagues] are growing. We [leaders] only succeed when they [each and every one of our colleagues] are succeeding. We [leaders] only energetically march toward Excellence when they [each and every one of our colleagues] are energetically marching toward Excellence. Period.
1. Do those served grow as persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
Framework 2010* Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.) Excellence = People first, second, third. And fourth. (And fifth and sixth and seventh.)
*Courtesy Tom Peters/The Un-revolutionary
EXCELLENCE. Always. If not EXCELLENCE, what? If not EXCELLENCE now, when? EXCELLENCE is not an "aspiration." EXCELLENCE is not a "journey." EXCELLENCE is the next five minutes. Organizations exist to SERVE. Period. Leaders exist to SERVE. Period. SERVICE is a beautiful word. SERVICE is character, community, commitment. (And profit.) SERVICE is a beautiful word. SERVICE is not "Wow." SERVICE is not "raving fans. SERVICE is not "a great experience." Service is "just" thatSERVICE.
Non-Excellence.
Too Much Cost, Not Enough Value Too Much Speculation, Not Enough Investment Too Much Complexity, Not Enough Simplicity Too Much Counting, Not Enough Trust Too Much Business Conduct, Not Enough Professional Conduct Too Much Salesmanship, Not Enough Stewardship Too Much Focus on Things, Not Enough Focus on Commitment Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values Too Much Success, Not Enough Character
Source: Jack Bogle, Enough! (chapter titles)
At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, Yes, but I have something he will never have enough. John Bogle, Enough. The Measures of
Money, Business, and Life (Bogle is founder of the Vanguard Mutual Fund Group)
EXCELLENCE/Five Or Less Words To The Wise 4 most important words: What do you think? (Dave Wheeler @ tompeters.com: Most important 4 words in an organization.) 4 most important words: How can I help? (Boss as CHRO/ Chief Hurdle Removal Officer) 2 most important words: Thank you! (Appreciation/ Recognition) 2 most important words: All yours. (Hands-off delegation/ Respect/Trust) 3 most important words: Im going out. (MBWA/Managing By Wandering Around/In touch!) 2 most important words: Im sorry. (Power of unconditional apology = Stunning! Marshall Goldsmith: #1 exec issue) 5 most important words: Did you tell the customer? (Overcommunicate) 2 most important words: She says (She is the customer!)
EXCELLENCE/Five Or Less Words To The Wise 2 most important words: Yes maam. (Women are more often than not the best managers.) 2 most important words: Try it! (My only for sure in 44 years: Herb Kelleher: We have a strategic plan, its called doing things./Bill Parcells: Blame no one. Expect nothing. Do something.) 3 most important words: Try it again! (My only for sure 44 years: MOST TRIES WINS.) 2 most important words: Good try! (CELEBRATE good failures. Richard Farson/book: Whoever Makes the Most Mistakes Wins. Samuel Beckett: Fail. Fail again. Fail better.) 3 most important words: At your service. (Organizations exist to serve. Period. Leaders live to serve. Period.) 4 most important words: How are we doing? (To customers, regularly.) 4 most important words: How was Marys recital? (Know your employees kids.) 2 most important words: Lets party! (Celebrate small wins at the drop of a hat.)
EXCELLENCE/Five Or Less Words To The Wise 1 most important word: No. (To donts > To dos) 1 most important word: Yes. (Hey, give it a shot/Anon. quote: The best answer is always, What the hell./Wayne Gretzky: You miss 100% of the shots you dont take.) 2 most important words: Lunch today? (Social stuff = Secret to problem/opportunity #1:/XFX/ cross-functional Excellence.) 4 most important words: Thank Dick in accounting. (Readily acknowledge help from other functions.) 2 most important words: After you. (Courtesy rules.) 3 most important words: Thanks for coming. (Civility. E.g., boss acknowledges employee coming to her/his office.) 2 most important words: Great smile! (Note & acknowledge good attitude.) 1 most important word: Wow! (The gold standard for everything.) 1 most important word: EXCELLENT! (The ONLY acceptable standard/aspiration.)
14,000 20,000
14,000 20,000
The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.
Michelangelo
Insanely Great
Steve Jobs
Radically thrilling
BMW
Let us create such a building that future generations will take us for lunatics.
the church hierarchs at Seville
If people say something is good, it means someone else is already doing it.
crazy.
Hajime Mitarai, Canon
You want to be considered the only ones who do what you do.
the best of the best.
Jerry Garcia
F.Y.I.
I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious
I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for
Dick Kovacevich:
Mr. Foster and his McKinsey colleagues collected detailed performance data stretching
back
U.S. companies.
none
of
the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.
Financial Times
Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms
listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.
Clayton Christensen, The Innovators Dilemma
The problem is never how to get new, innovative thoughts into your mind, but how to get the old
ones out.
Dee Hock
organization
substantially.
kill an
than change it
Data drawn from the real world attest to a fact that is beyond our control:
Tom Peters
Excellence. Always.
MASTER 23 August 2010
Part ONE
Little =
Big carts =
Source: Walmart
Source: PepsiCo
in the
parking lot*
*Disney
No = 2*
*Yes Bank
2,000,000
Paint it white!
On Hashem Akbaris [Lawrence Berkeley National lab] powerful program to significantly reduce greenhouse gas emissions; using conservative assumptions, it could emissions by cooling buildings, roads, entire cities (The Guardian, 0116.09)
40%
Source: U.S. Green Building Council (from Green Building A to Z, Jerry Yudelson)
Socks = 10,000*
*Deep Vein Thrombosis/UK
Broken windows: Clean the streets, fix the broken windows, ticket the open-beer-can holders, etc, etc
Little =
6.5
feet Away =
-63%
Seconds*
Round = 2X/allx
Oil
XFX = #1* **
*Cross-functional eXcellence **Execution, Innovation, Speed
Everything matters
-80%
Sunstein, etching of fly in the urinal reduces spillage by 80%, Schiphol Airport
Source: Nudge, Richard Thaler and Cass
(1) Amenable to rapid experimentation/failure free (No bad PR, No $$) (2) Quick to implement/Quick to Roll out (3) Inexpensive to implement/ Roll out (4) Huge multiplier (5) An Attitude (6) Does not by and large require a power position from which to launch experiments.
<TGW
and
>TGR
[Things Gone WRONG-Things Gone RIGHT]
2-cent candy
Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day) ;
Griffin:
5 pianos
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
none!
none
P.S. directly related to Staff Interaction P.P.S. directly correlated with Employee Satisfaction
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.
Kindness is free.
Laura Gilpin, Patrick Charmel
questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way. Putting Patients First, Susan Frampton,
Kindness is free.
Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.
Henry Clay
We dont take people to the elevatorwe take them down to the street.
David Ogilvy
THERE ONCE WAS A TIME WHEN A THREE-MINUTE PHONE CALL WOULD HAVE AVOIDED SETTING OFF THE DOWNWARD SPIRAL THAT RESULTED IN A COMPLETE RUPTURE.
(of all varieties):
Relationships
The Managers Book of Decencies: How Small /gestures Build Great Companies.
The Managers Book of Decencies: How Small gestures Build Great Companies. Steve Harrison, Adecco
Servant Leadership
Robert Greenleaf
What would happen if we looked at a customer and saw the face of God in them? To most people it sounds like a lofty idea. But if you see the face of God in a flower, why wouldnt you see it in the face of a customer? If we treated customers and honored the God within themif we loved them we would not need a quality program. Lance Secretan, founder of Manpower, Inc., and most
recently author of One: The Art and Practice of Conscious Leadership
Success
K=R=P
Kindness = Repeat business = Profit.
Three things in human life are important. The first is to be kind. The second is to be kind. And the third is to be kind. Henry James
William James
K=R=P X=S=P
X + K = R = P+
X + K + W = R + N = P++
Comeback
[big, quick response]
>> Perfection
Acquire vs maintain*:
*Recession goal:
RESPONSE TO THE
PROBLEM INVARIABLY ENDS UP BEING THE REAL PROBLEM.*
*PERCEPTION IS ALL THERE IS!
Potlatch.
Experiences
are as distinct from services as services are from goods.
Joe Pine & Jim Gilmore, The
What we sell is the ability for a 43year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.
Harley exec, quoted in Results-Based Leadership
Up,
Up,
Up,
Up
Scintillating EXPERIENCES
Services Goods Raw Materials
C
*Chief e
O*
Xperience Officer
Words!
Magician of Magical Moments Maestro of Moments of Truth Recruiter of Raving Fans Impresario of First Impressions Wizard of WOW Captain of Brilliant Comebacks Director of Electronic Customer Experiences Conductor of Customer Intimacy King of Customer Community Queen of Customer Retention CEO of Ownership Experience Managing Director of After-sales Experience
Caution:
Planetree:
A Radical Model for New Healthcare/Healing/ Wellness Excellence
The 9 Planetree Practices 1. The Importance of Human Interaction 2. Informing and Empowering Diverse Populations: Consumer Health Libraries and Patient Information 3. Healing Partnerships: The importance of Including Friends and Family 4. Nutrition: The Nurturing Aspect of Food 5. Spirituality: Inner Resources for Healing 6. Human Touch: The Essentials of Communicating Caring Through Massage 7. Healing Arts: Nutrition for the Soul 8. Integrating Complementary and Alternative Practices into Conventional Care 9. Healing Environments: Architecture and Design Conducive to Health
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Patients are stripped of control, their clothes are taken away, they have little say over their schedule, and they are deliberately separated from their family and friends. Healthcare professionals control all of the information about their patients bodies and access to the people who can answer questions and connect them with helpful resources. Families are treated more as intruders than loved ones. Putting Patients First
, Susan Frampton, Laura Gilpin, Patrick Charmel
none
There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget.
Kindness is free.
Laura Gilpin, Patrick Charmel
questions costs nothing. It can be argued that negative interactionsalienating patients, being non-responsive to their needs or limiting their sense of controlcan be very costly. Angry, frustrated or frightened patients may be combative, withdrawn and less cooperativerequiring far more time than it would have taken to interact with them initially in a positive way. Putting Patients First, Susan Frampton,
Collaborative Care Conferences Clinical Guidelines Discussions Family Spaces Pet Visits (POP: Patients Own Pets)
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Music in the parking lot; professional musicians in the lobby (7/week, 3-4hrs/day) ;
Griffin:
5 pianos ;
volunteers (120-140 hrs arts &
entertainment per month).
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Planetree Look
Woods and natural materials Indirect lighting Homelike settings Goals: Welcome patients, friends and
family Value humans over technology .. Enable patients to participate in their care Provide flexibility to personalize the care of each patient Encourage caregivers to be responsive to patients Foster a connection to nature and beauty
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
Happen to
vs
Happen with
Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
It was the goal of Planetree to help patients not only get well faster but also to stay well longer.
Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Planetree Alliance/Griffin Hospital)
Care!/Love!/Spirit!
Self-Control!
Planetree is about
human beings caring for other human beings.
Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Ladies and gentlemen serving ladies and gentlemen4S credo)
f.y.i.
Financially successful. Expanding programsphysically. Growing market share. Only hospital in 100 Best Cos to Work for 7 consecutive years, currently #6.
Five-Star Hospitals, Joe Flower, strategy+business (#42)
Design is the only thing that differentiates one product from another in the marketplace. Norio Ohga
features.
We dont have a good language to talk about this kind of thing. In most peoples vocabularies, design means veneer. But to me, nothing could be further from the
Starbucks
Every Starbucks store is carefully designed to enhance the quality of everything the customers see, touch, hear, smell or taste, writes CEO Howard Schultz.
of the aesthetic imperative.
-Virginia Postrel, The Substance of Style: How the Rise of Aesthetic
Hypothesis:
DESIGN is
All Time
No.1
(TP)
Ziplocs
Business people dont need to understand designers better. Businesspeople need to be designers.
Roger Martin/Dean/Rotman Management School/ University of Toronto
companies, employing
similar
similar
people, with
ideas, producing
prices and
similar similar
things,
quality.
Not optional
C
*Chief
O*
Design
Officer
Business people dont need to understand designers better. Businesspeople need to be designers.
Roger Martin/Dean/Rotman Management School/ University of Toronto
Message (?????):
cannot
Women.
Source: Headline, Economist
We Did It!
women surpass 50% in U.S. workforce/
Womens economic empowerment is arguably the biggest social change of our times.
All signs point to a new era of women in chargesocially, economically and politically.
Alex Beam, Women Rule, International Herald/Jan 15
A Tradition Falls and Women Rise: A Changing Germany Seeks to Blend Family, Careers and Schooling p.1, International Herald /Jan 18
What do growth, expansion and prosperity have in common? In French grammar they are feminine and when it comes to facts and figures they are feminine as well. Forget China, India and even new technologies for the past 10 years the number one vector for global growth has been women.
Source: Women Are Drivers of Global Growth, Aude Zieseniss de Thuin, founder and president of the
Since 1970, women have held two out of three new jobs. According to The Economist, which compiled studies from a number of research firms, the arrival of this new workforce has done more to encourage global growth than increases in capital investment and improvements in productivity. Over the last 10 years the increase in women [in the workplace] in developed countries has made more of a contribution to global growth than China has, concludes the British weekly.
Source: Women Are Drivers of Global Growth, Aude Zieseniss de Thuin, founder and president of the Womens Forum for the Economy and Society (FT)
The increased number of women in the working population compensates for the negative demographic effects of an ageing population and lower birth rates. The same trend is now also visible in emerging countries. South-east Asias economic success is due primarily to women, who hold two-thirds of the jobs in the export industry, the regions most dynamic sector.
Source: Women Are Drivers of Global Growth, Aude Zieseniss de Thuin, founder and president of the Womens Forum for the Economy and Society (FT)
One thing is certain: womens rise in power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labour or to be consumers with rising budgets and more autonomy to spend. They are increasingly becoming directors, managers and entrepreneurs. Some studies have even shown a correlation between the presence of women in managerial positions and a companys financial results. This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system and enroll in higher numbers in universities. For a number of observers, we have already entered the age of womenomics, the economy as thought out and practised by women. Those Chinese who desire that their only child be male may soon realise that a daughter could be a better investment. Bosses know full well that a team of both men and women is more creative and efficient than one comprised of only men.
Source: Women Are Drivers of Global Growth, Aude Zieseniss de Thuin, founder and president of the Womens Forum for the Economy and Society (FT)
One thing is certain: womens rise in power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. They are increasingly becoming directors, managers and entrepreneurs.
Source: Women Are Drivers of Global Growth, Aude Zieseniss de Thuin, founder and president of the Womens Forum for the Economy and Society (FT)
This is just the beginning. The phenomenon will only grow as girls prove to be more successful than boys in the school system and enroll in higher numbers in universities. For a number of observers, we have already entered the age of womenomics, the economy as thought out and practised by women. Those Chinese who desire that their only child be male may soon realise that a daughter could be a better investment. Bosses know full well that a team of both men and women is more creative and efficient than one comprised of only men.
Source: Women Are Drivers of Global Growth, Aude Zieseniss de Thuin, founder and president of the Womens Forum for the Economy and Society (FT)
Tipping Point? All signs point to a new era of women in chargesocially, economically and politically. Alex Beam, Women Rule, International
Herald/Jan 15.2010
A Tradition Falls and Women Rise: A Changing Germany Seeks to Blend Family, Careers and Schooling p.1,
International Herald /Jan 18.2010
Tipping Point/2010?
All signs point to a new era of women in chargesocially, economically and politically.
Alex Beam, Women Rule, International Herald/Jan 15.2010
A Tradition Falls and Women Rise: A Changing Germany Seeks to Blend Family, Careers and Schooling p.1, International Herald /Jan 18.2010 Meet the lipstick entrepreneurs Trendspotters are forecasting huge gains for women in business over the next decade. We meet the new band of sisters doing it for themselves Headline, Sunday Times (UK), January 3.2010
We Did It!
One thing is certain: Womens rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. This is just the beginning. The phenomenon will only grow as girls prove to be more successful than
boys in the school system.
For a number of observers, we have already entered the age of womenomics, the economy as thought out and practiced by a woman. Aude Zieseniss de Thuin, Womens
Forum for the Economy and Society
Since 1970, women have held two out of every three new jobs created.
FT, 10.03.2006
W>
2X (C + I)*
growth market bigger than China and India combinedmore than twice as big in fact. Given those numbers, it would be foolish to ignore or underestimate the female consumer. And yet many companies do just thateven ones that are confidant that they have a winning strategy when it comes to women. Consider Dells Michael Silverstein and Kate Sayre, The Female Economy, HBR, 09.09
$28 trillion in the next five years. Their $13 trillion in total yearly earnings could reach $18 trillion in the same period. In aggregate, women represent a
*Women now drive the global economy. Globally, they control about $20 trillion in consumer spending, and that figure could climb as high as
Goldman Sachs in Tokyo has developed an index of 115 companies poised to benefit from womens increased purchasing power; over the past decade the value of shares in Goldmans basket has risen by 96%, against the Tokyo stockmarkets rise of 13%. Economist, April 15
The
gender
of the buyer, and more importantly, how the salesperson communicates to the buyers gender.
McDonalds
Nike
Home Depot (Do it [everything!] Herself) P&G (more than house cleaner) DeBeers (right-hand rings/$4B) AXA Financial Kodak (women = emotional centers of the household)
(> jock endorsements; new def sports; majority consumer)
Avon
2.6 vs.
People powered:
94%
of loans to
women*
*Microlending; Banker to the poor; Grameen Bank;
Muhammad Yunus; 2006 Nobel Peace Prize winner
entrepreneurial in nature, and they actively participate in the tanda system [neighborhood groups who pool money and save any thats left over]. Regardless of whether they are homemakers or outside-the-home workers, they are responsible for any savings in the family. Patrimonio Hoy [Private Property Today, a CEMEX program to aid the poor in building homes] discovered that 70% of the women who saved were saving money in the tanda system to construct homes for their families. The men in the society consider their job done if they bring in their paycheck at the end of the day. C.K. Prahalad, from The Fortune at the Bottom of
the Pyramid, on
Mexican company thats the worlds #3 cement maker
community development or sustainable small-business growth (most projects), women are by far the most reliable and most central and most indirectly powerful local players in even the most chauvinist settingstheir characteristic process of implementation by indirection means life or death to sustainable project success; moreover, the expanding concentric circles of womens traditional networking processes is by far the best way to scale up/expand a program. (Men should not even try to understand what is taking place. Among other things, this networking indirection-largely invisible process will seemingly take forever by most mens action now, skip steps S.O.P.and then, from out of the blue, following an eternity of rambling discussions-on-top-oframbling-discussions, you will wake up one fine morning and discover that the thing is done that everything has fallen in place overnight and that ownership is nearly universal. Concomitant imperative; most of your (as an outsider) staff should be women, alas, most likely not visibly in charge.
For projects involving children or health or education or community development or sustainable small-business growth (most projects), are by far the most reliable and most central and most indirectly powerful local players even in the most chauvinist settings.
women
!!!!!!!!!!!!!!!!!
People turning 50
today have
55+: +21%
(55-64:
18-44: -1%
2000-2010 Stats
+47%)
44-65:
Fifty-four years of age has been the highest cutoff point for any marketing initiative Ive ever been involved in. Which is pretty weird when you consider age 50 is right about when people who have worked all their lives start to have some money to spend.
Marti Barletta, PrimeTime Women
One particularly puzzling category of youthobsession is the highly coveted target of men 18-34, and its always referred to as highly coveted category. Marketers have been distracted by men age 18-34 because they are getting harder to reach. So what? Who wants to reach them? Beyond fast food and beer, they dont buy much of anything. The theory is that if you get them while theyre young,
What nonsense!
We are the Aussies & Kiwis & Americans & Canadians. We are the Western Europeans & Japanese. We are the fastest growing, the biggest, the wealthiest, the boldest, the most (yes) ambitious, the most experimental & exploratory, the most different, the most indulgent, the most difficult & demanding, the most service & experience obsessed, the most vigorous, (the least vigorous,) the most health conscious, the most female, the most profoundly important commercial market in the history of the
we will be the Center of your universe for the next twenty-five years. We have arrived!
worldand
LEAVE IT TO BEAVER.
Trapper:
<$20
$750-$1,000 for
Source: WSJ
Trapper = Redneck
WDCP = PSF/ Professional Services Provider
7X to 40X
for
Solution
[rather than service transaction]
Up,
Up,
Up,
Up
$50B+*
*IBM Global Services/ Systems integrator of choice
Planetary Rainmaker-in-Chief!
Palmisanos strategy is to expand techs borders by pushing usersand entire industriestoward radically different business models. The payoff for IBM
would be access to an ocean of revenuePalmisano estimates it at $500 billion a year that technology companies have never been able to touch. Fortune
California Closets: a
MasterCard Advisors
(3%)
(30%.)
III. Acquired by BestBuy. IV. Flagship of BestBuy Wholesale Solutions Strategy Makeover.
Huge: Customer
Satisfaction
versus
Customer
Success
Were getting better at [Six Sigma] every day. But we really need to think about the customers profitability.
Are customers bottom lines really benefiting from what we provide them?
Bob Nardelli, GE Power Systems
Results are measured by the success of all those who have purchased your product or service Jan Gunnarsson & Olle Blohm, The
Welcoming Leader
He had done nothing to sell me on his business, yet he had given me the most
Because his sole concern had been my welfare and the success of my business.
powerful sales pitch of my life.
Jim Penman, on learning how to sell (What Will They Franchise Next? The Story of Jims Group)
delivered on time (Close) Era #2/Augmented Value: How our it can add valuea useful it (Solve)
Era #3/Complex Value Networks: How our
system can change you and deliver business advantage (CultureStrategic change)
Source: Jeff Thull, The Prime Solution: Close the Value Gap,
Its equally about managing the change process the customer will need to go through to implement the solution and achieve the value promised by the solution. One of the key differentiators of
solutions to the customers that require them. our position in the market is our attention to managing change and making change stick in our customers organization.* (*E.g.: CRM failure rate/Gartner: 70%)
Jeff Thull, The Prime Solution: Close the Value Gap,
Part TWO
1977
MBWA
Managing By Wandering Around/HP
1982
1. 2. 3. 4. 5. 6. 7. 8.
A Bias for Action Close to the Customer Autonomy and Entrepreneurship Productivity Through People Hands On, Value-Driven Stick to the Knitting Simple Form, Lean Staff Simultaneous Loose-Tight Properties
ExIn*: 1982-2002/Forbes.com
Breakthrough 82*
Synonyms
Mediocrity
Enthusiasm. Emotion. Excellence. Energy. Excitement. Service. Growth. Creativity. Imagination. Vitality. Joy. Surprise. Independence. Spirit. Community. Limitless human potential. Diversity. Profit. Innovation. Design. Quality. Entrepreneurialism.
The Peters Principles:
Wow!
Hard Is Soft (Plans, #s) Soft Is Hard (people, customers, values, relationships)
Hard Ss
Soft SS
[Yet] I came to see in my time at IBM that culture isnt just one aspect of the
hard.
game it is the
game.
Lou Gerstner,
it is the game.
invites
the workforce itself to change the culture.
Lou Gerstner
-fold!
culture of cover-up that pervades healthcare Patient Safety Event Registry looking for systemic solutions, not seeking to fix blame on individuals except in the
thirty-fold increase
mistakes and adverse events that got reported. National Center for Patient Safety Ann Arbor
Get the strategy right, the rest will take care of itself.
MP:
Get the people , the culture and execution rightthen the strategy will take care of itself.
TP:
ExIn*: 1982-2002/Forbes.com
2007 Siberia
An emotional, vital, innovative, joyful, creative, entrepreneurial endeavor that elicits maximum
Enterprise* ** (*at its best):
Cause Space
(worthy of commitment)
(room for/encouragement
for initiative)
Decency
(respect, humane)
Cause Space
(worthy of commitment)
Decency service
(respect, grace,
integrity, humane) (worthy of our clients & extended familys continuing custom)
excellence
(period)
(worthy of commitment)
2007 Sydney
Leaders
SERVE
people. Period.
In the spirit of Robert
1. Do those served grow as persons? 2. Do they, while being served, become healthier wiser, freer, more autonomous, more likely themselves to become servants?
The path to a
paradoxically does not go through the guest. In fact it wouldnt be totally wrong to say that the guest has nothing to do with it. True hostmanship leaders focus on their employees. What drives exceptionalism is finding the right people and getting them to love their work and see it as a passion. ... The guest comes into the picture only when you are ready to ask, Would you prefer to stay at a hotel where the staff love their work or where management has made customers its highest priority?
hostmanship culture
totally on the staff. They were the ones we wanted to make happy. We wanted them to wake up every morning excited about a new day at work.
Source: Jan Gunnarsson and Olle Blohm, Hostmanship: The Art of Making People Feel Welcome.
Instead of redoing bathrooms, dining rooms, and guest rooms, we gave employees new uniforms, bought flowers and fruit, and changed colors. Our focus was
renovation.
no less than
Cathedrals
in which the full and awesome power of the Imagination and Spirit and native Entrepreneurial flair of diverse individuals is unleashed in passionate pursuit of Excellence.
No matter what the situation, [the great managers] first response is always to think about the individual concerned and how things can be arranged to help that individual experience success.
Marcus Buckingham,
Managing winds up being the management of the allocation of resources against tasks. Leadership
I have always believed that the purpose of the corporation is to be a blessing to the employees.
Boyd Clarke
The role of the Director is to create a space where the actors and
become more than theyve ever been before, more than theyve dreamed of being.
actresses can
Robert Altman, Oscar acceptance speech
Groups become great only when everyone in them, leaders and members alike, is free to do his or
Matthew Kelly
An organization can only become the-best-version-of-itself to the extent that the people who drive that organization are striving to become better-versions-of-themselves. A companys purpose is to become the-best-version-of-itself. The question is:
What is an employees purpose? Most would say, to help the company achieve its purposebut they would be wrong. That is certainly part of the employees role, but an employees primary purpose is to become the-bestversion-of-himself or herself. When a
company forgets that it exists to serve customers, it quickly goes out of business.
Our employees are our first customers, and our most important customers.
Words!
Stretch Encourage Empower vs. Dreams come true Life Success Co.
Brand = Talent.
Our Mission
Wegmans
TP:
but if I had a dollar to spend, Id spend 70 cents getting the right person in the door.
Paul Russell, Director, Leadership &
Development, Google
In short, hiring is
I cant tell you how many times we passed up hotshots for guys we thought were better people, and watched our guys do a lot better than the big names, not just in the classroom, but on the fieldand, naturally, after they graduated, too. Again and again, the blue chips faded out, and our little up-and-comers clawed their way to all-conference and All-America teams. Bo Schembechler
(and John Bacon), Recruit for Character,
Character is more crucial now than ever, because in times of great uncertainty past performance is no indicator of future performance. Experience falls away and all youre left with is character. David Rothkopf,
founder of a firm that helps chief executives manage risks
2/year = legacy.
The
most contributed to. Please explain where they were at the beginning of the year, where they are today, and where they are heading in the next 12 months. Please explain in painstaking detail your development strategy in each case. Please tell me your biggest development disappointmentlooking back, could you or would you have done anything differently? Please tell me about your greatest development triumphand disasterin the last five years. What are the three big things youve learned about helping people
grow along the way.
three people
#1
cause of
employee Dis-satisfaction?
Capital Asset I
**Selecting and training and mentoring ones pool of frontline managers can be a Core Competence of surpassing strategic importance. **Put under a microscope every attribute of the cradle-tograve process of building the capability of our cadre of front-line managers.
Capital Asset II
I am sure you spend time on this. My question: Is it an worthy of the impact it has on enterprise performance?
OBSESSION
53 = 53* **
*No bit players **6B+ = 6B+
Womens Strengths Match New Economy Imperatives: Link [rather than rank]
workers; favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure rationality; inherently flexible; appreciate cultural diversity. Judy B. Rosener,
Americas Competitive Secret: Women Managers
Women.
Source: Headline, Economist
One thing is certain: Womens rise to power, which is linked to the increase in wealth per capita, is happening in all domains and at all levels of society. Women are no longer content to provide efficient labor or to be consumers with rising budgets and more autonomy to spend. This is just the beginning. The phenomenon will only grow as girls prove to be more successful than
boys in the school system.
For a number of observers, we have already entered the age of womenomics, the economy as thought out and practiced by a woman. Aude Zieseniss de Thuin, Womens
Forum for the Economy and Society
Part THREE
or
1. Have you in the last 10 days visited a customer? 2. Have you called a customer TODAY?
1. Have you in the last 10 days visited a customer? 2. Have you called a customer TODAY?
3. Have you in the last 60-90 days had a seminar in which several folks from the customers operation (different levels, different functions, different divisions) interacted, via facilitator, with various of your folks?
4. Have you thanked a front-line employee for a small act of helpfulness in the last three days?
5. Have you thanked a front-line employee for a small act of helpfulness in the last three hours? 6. Have you thanked a frontline employee for carrying around a great attitude today? 7. Have you in the last week recognizedpubliclyone of your folks for a small act of cross-functional co-operation? 8. Have you in the last week recognizedpubliclyone of their folks (another function) for a small act of cross-functional co-operation? 9. Have you invited in the last month a leader of another function to your weekly team priorities meeting? 10. Have you personally in the last week-month called-visited an internal or external customer to sort out, inquire, or apologize for some little or big thing that went awry? (No reason for doing so? If truein your mindthen youre more out of touch than I dared imagine.)
11. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps? 12. Have you in the last two days had a chat with someone (a couple of levels down?) about specific deadlines concerning a projects next steps and what specifically you can do to remove a hurdle? (Ninety percent of what we call management consists of making it difficult for people to get things done.Peter His eminence Drucker.) 13. Have you celebrated in the last week a small (or large!) milestone reached? (I.e., are you a milestone fanatic?) 14. Have you in the last week or month revised some estimate in the wrong direction and apologized for making a lousy estimate? (Somehow you must publicly reward the telling of difficult truths.)
15. Have you installed in your tenure a very comprehensive customer satisfaction scheme for all internal customers? (With major consequences for hitting or missing
the mark.) 16. Have you in the last six months had a week-long, visible, very intensive visit-tour of external customers? 17. Have you in the last 60 days called an abrupt halt to a meeting and ordered everyone to get out of the office, and into the field and in the next eight hours, after asking those involved, fixed (f-i-x-e-d!) a nagging small problem through practical action? 18. Have you in the last week had a rather thorough discussion of a cool design thing someone has come acrossaway from your industry or functionat a Web site, in a product or its packaging? 19. Have you in the last two weeks had an informal meetingat least an hour longwith a frontline employee to discuss things we do right, things we do wrong, what it would take to meet your mid- to long-term aspirations? 20. Have you had in the last 60 days had a general meeting to discuss things we do wrong that we can fix in the next fourteen days?
21. Have you had in the last year a one-day, intense offsite with each (?) of your internal customersfollowed by a big celebration of things gone right? 22. Have you in the last week pushed someone to do some family thing that you fear might be overwhelmed by deadline pressure? 23. Have you learned the names of the children of everyone who reports to you? (If not, you have six months to fix it.) 24. Have you taken in the last month an interesting-weird outsider to lunch? 25. Have you in the last month invited an interesting-weird outsider to sit in on an important meeting? 26. Have you in the last three days discussed something interesting, beyond your industry, that you ran across in a meeting, reading, etc? 27. Have you in the last 24 hours injected into a meeting I ran across this interesting idea in [strange place]? 28. Have you in the last two weeks asked someone to report on something, anything that constitutes an act of brilliant service rendered in a trivial situation restaurant, car wash, etc? (And then discussed the relevance to your work.)
29. Have you in the last 30 days examined in detail (hour by hour) your calendar to evaluate the degree time actually spent mirrors your espoused priorities? (And repeated this exercise with everyone on team.)
30. Have you in the last two months had a presentation to the group by a weird outsider?
31. Have you in the last two months had a presentation to the group by a customer, internal customer, vendor featuring working folks 3 or 4 levels down in the vendor organization? 32. Have you in the last two months had a presentation to the group of a cool, beyond-our-industry ideas by two of your folks? 33. Have you at every meeting today (and forever more) re-directed the conversation to the practicalities of implementation concerning some issue before the group? 34. Have you at every meeting today (and forever more) had an end-of-meeting discussion on action items to be dealt with in the next 4, 48 hours? (And then made this list publicand followed up in 48 hours.) And made sure everyone has at least one such item.) 35. Have you had a discussion in the last six months about what it would take to get recognition in local-national poll of best places to work? 36. Have you in the last month approved a cool-different training course for one of your folks?
41. Have you in the last month had one of your folks attend a meeting you were supposed to go to which gives them unusual exposure to senior folks? 42. Have you in the last 60 (30?) days sat with a trusted friend or coach to discuss your management styleand its long- and short-term impact on the group?
43. Have you in the last three days considered a professional relationship that was a little rocky and made a call to the person involved to discuss issues and smooth the waters? (Taking the blame, fully deserved or not, for letting the thing-issue fester.)
44. Have you in the last two hours stopped by someones (two-levels down") officeworkspace for 5 minutes to ask What do you think? about an issue that arose at a more or less just completed meeting? (And then stuck around for 10 or so minutes to listenand visibly taken notes.) 45. Have you in the last day looked around you to assess whether the diversity pretty accurately maps the diversity of the market being served? (And ) 46. Have you in the last day at some meeting gone out of your way to make sure that a normally reticent person was engaged in a conversationand then thanked him or her, perhaps privately, for their contribution? 47. Have you during your tenure instituted very public (visible) presentations of performance? 48. Have you in the last four months had a session specifically aimed at checking on the corporate culture and the degree we are true to itwith all presentations by relatively junior folks, including front-line folks? (And with a determined effort to keep the conversation restricted to real world small casesnot theory.) 49. Have you in the last six months talked about the Internal Brand Promise? 50. Have you in the last year had a full-day off site to talk about individual (and group) aspirations?
We usually think of business strategy as some sort of aspirational market positioning statement. Doubtless thats part of it. But I believe that the number one strategic strength is excellence in execution and systemic relationships (i.e., with everyone we come in contact with). Hence I offer the following 48 pieces of advice in creating a winning strategy that is inherently sustainable.
Thank you. Minimum several times a day. Measure it. Thank you to everyone even peripherally involved in some activityespecially those deep in the hierarchy. Smile. Work on it. Apologize. Even if they are mostly to blame. Jump all over those who play the blame game. Hire enthusiasm. Low enthusiasm. No hire. Any job. Hire optimists. Everywhere. (Positive outlook on life, not mindless optimism.) Hiring: Would you like to go to lunch with him-her. 100% of jobs.
Hire for good manners. Do not reject trouble makersthat is those who are uncomfortable with the status quo. Expose all would-be hires to something unexpected-weird. Observe their reaction. Overwhelm response to even the smallest screwups. Become a student of all you will meet with. Big time. Hang out with interesting new people. Measure it. Lunch with folks in other functions. Measure it. Listen. Hear. Become a serious student of listening-hearing. Work on everyones listening skills. Practice.
Become a student of information extractioninterviewing. Become a student of presentation giving. Formal. Short and spontaneous. Incredible care in 1st line supervisor selection. Worlds best training for 1st line supervisors. Construct small leadership opportunities for junior people within days of starting on the job. Insane care in all promotion decisions. Promote people people for all managerial jobs. Finance-logistics-R&D as much as, say, sales. Hire-promote for demonstrated curiosity. Check their past commitment to continuous learning.
Small d diversity. Rich mixes for any and all teams. Hire women. Roughly 50% women on exec team. Exec team looks like customer population, actual and desired. Focus on creating products for and selling to women. Focus on creating products for and selling to boomers-geezers. Work on first and last impressions. Walls display tomorrows aspirations, not yesterdays accomplishments. Simplify systems. Constantly.
Insist that almost all material be covered by a 1-page summary. Absolutely no longer. Practice decency. Add We are thoughtful in all we do to corporate values list. Number 1 force for customer loyalty, employee satisfaction. Make some form of employee growth (for all) a formal part of values set. Above customer satisfaction. Steal from RE/MAX: We are a life success company. Flowers. Celebrate small wins. Often. Perhaps a small win of the day.
Manage your calendar religiously: Does it accurately reflect your espoused priorities? Use a calendar friend whos not very friendly to help you with this. Review your calendar: Work assiduously and mercilessly on your To donts.stuff that distracts. Bosses, especially near the top: Formally cultivate one advisor whose role is to tell you the truth. Commit to Excellence. Talk up Excellence. Put Excellence in all we do in the values set. Measure everyone on demonstrated commitment to Excellence.
the recession 44
Forty-four Secrets and clever Strategies For dealing with the Recession of 2008-XXXX
I am constantly asked for strategies/ for surviving the recession. I try to appear wise and informed and parade original, sophisticated thoughts. But if you want to know whats really going through my head, see the list that follows.
'secrets'
44 Secrets and Clever Strategies For Dealing with the Recession of 2007+
You come earlier. You leave later. You work harder. You may well work for less; and, if so, you adapt to the untoward circumstances with a smileeven if it kills you inside. You volunteer to do more. You dig deep and always bring a good attitude to work. You fake it if your good attitude flags. You literally practice your "game face" in the mirror in the morning, and in the loo mid-morning. You give new meaning to the idea and intensive practice of visible management.
44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You take better than usual care of yourself and encourage others to do the samephysical well-being determines mental well-being and response to stress. You shrug off shit that flows downhill in your directionbuy a shovel or a pre-worn raincoat on eBay. You try to forget about the good old days nostalgia is self-destructive. You buck yourself up with the thought that this too shall passbut then remind yourself that it might not pass any time soon, and so you re-dedicate yourself to making the absolute best of what you have now.
44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You work the phones and then work the phones some moreand stay in touch with positively everyone. You frequently invent breaks from routine, including weird oneschangeups prevent wallowing and bring a fresh perspective. You eschew all forms of personal excess. You simplify. You sweat the details as never before. You sweat the details as never before. You sweat the details as never before. You raise to the sky and maintain at all costs the Standards of Excellence by which you unfailingly evaluate your own performance. You are maniacal when it comes to responding to even the slightest screwup.
44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You find ways to be around young people and to keep young people aroundthey are less likely to be members of the sky is falling school. You learn new tricks of your trade. You remind yourself that this is not just something to be gotten throughit is the Final Exam of character. You network like a demon. You network inside the companyget to know more of the folks who do the real work. You network outside the companyget to know more of the folks who do the real work in vendor-customer outfits.
44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You thank others by the truckload if good things happenand take the heat yourself if bad things happen. You behave kindly, but you don't sugarcoat or hide the truth--humans are startlingly resilient and rumors are the real killers. You treat small successes as if they were Superbowl victoriesand celebrate and commend accordingly. You shrug off the losses (ignoring what's going on in your tummy), and get back on the horse and immediately try again. You avoid negative people to the extent you canpollution kills. You eventually read the gloom-sprayers the riot act.
44 Secrets and Clever Strategies For Dealing with the Recession of 2008-XXXX You give new meaning to the word "thoughtful. You dont put limits on the flowers budget bright and colorful works marvels. You redouble, re-triple your efforts to "walk in your customer's shoes." (Especially if the shoes smell.) You mind your mannersand accept others lack of manners in the face of their strains. You are kind to all mankind. You keep your shoes shined. You leave the blame game at the office door. You call out the congenital politicians in no uncertain terms. You become a paragon of personal accountability. And then you pray.
Part FOUR
seconds
[An obsession with] Listening is ... the ultimate mark of Respect. Listening is ... the heart and soul of Engagement. Listening is ... the heart and soul of Kindness. Listening is ... the heart and soul of Thoughtfulness. Listening is ... the basis for true Collaboration. Listening is ... the basis for true Partnership. Listening is ... a Team Sport. Listening is ... a Developable Individual Skill.* (*Though women Listening Listening Listening Listening is is is is ... ... ... ... the basis for Community. the bedrock of Joint Ventures that work. the bedrock of Joint Ventures that last. the core of effective Cross-functional Communication* (*Which is in turn Attribute #1 of
organizational effectiveness.) are far better at it than men.)
[cont.]
Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening Listening
is is is is is is is is is is is is is is is is
... ... ... ... ... ... ... ... ... ... ... ... ... ... ... ...
the engine of superior EXECUTION. the key to making the Sale. the key to Keeping the Customers Business. the engine of Network development. the engine of Network maintenance. the engine of Network expansion. Social Networkings secret weapon. Learning. the sine qua non of Renewal. the sine qua non of Creativity. the sine qua non of Innovation. the core of taking Diverse opinions aboard. Strategy. Source #1 of Value-added. Differentiator #1. Profitable.* (*The R.O.I. from listening is higher than
If
you agree with the above, shouldnt listening be ... a Core Value? If you agree with the above, shouldnt listening be ... perhaps Core Value #1?* (*We are Effective Listeners
we treat Listening EXCELLENCE as the Centerpiece of our Commitment to Respect and Engagement and Community and Growth.)
If you agree, shouldnt listening be If you agree, shouldnt listening be #1? If you agree, shouldnt listening be item at every Meeting? If you agree, shouldnt listening be se? (Listening = Strategy.) If you agree, shouldnt listening be for in Hiring (for every job)?
... a Core Competence? ... Core Competence ... an explicit agenda ... our Strategyper
If you agree, shouldnt listening be ... the #1 attribute we examine in our Evaluations? If you agree, shouldnt listening be ... the #1 skill we look for in Promotion decisions? If you agree, shouldnt listening be ... the #1 Training priority at every stage of everyones careerfrom Day #1 to Day LAST? If you agree, what are you going to do about it ... in the next 30 MINUTES? If you agree, what are you going to do about it ... at your NEXT meeting? If you agree, what are you going to do about it ... by the end of the DAY? If you agree, what are you going to do about it ... in the next 30 DAYS? If you agree, what are you going to do about it ... in the next 12 MONTHS?
You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you. Dale Carnegie
It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a
He was seriously interested in who you were and what you had to say.
college president.
Sara Lawrence-Lightfoot, Respect
I believe that you can get everything in life you want if you will just help enough other people get what they want. Zig Ziglar
core value !
*Listening is trainable
!
!
*Listening is a profession
*Listening is a
profession!
The
organization are
are
Tomorrow: How many times will you ask the WDYT question?
[Count!]
[Practice
STRATEGIC skill!]
I believe that you can get everything in life you want if you will just help enough other people get what they want. Zig Ziglar
Marion glanced at the raised hands and enjoyed the interest in her work. She gazed at her former postdoc, her rebellious child with her hand raised. What do you need now? she asked herself. Strange, shed never posed the question that way before. Shed always considered what her postdoc demanded, what she did or did not deserve. What did she need? That was the puzzle, but as was so often the case, framing the question properly went a long way. What did she need? In that calm, clear, nearly joyous moment after her talk, the answer began to come to Marion. Ah, yes, of course, she thought with some surprise. And she called on Robin.
Allegra Goodman, Intuition
(italics added)
Context: In Intuition, a stunning novel about the politics of science by Allegra Goodman, Marion (see slide) is the head of department where some powerful research is being conducted. Among many other things, near the end of the book, correctly or not, one of the post-docs becomes a whistle blowerand creates a godawful mess. As I said, the allegations may or may not have been warranted, but in a flash (read the slide) the psychological problem which led to the post-docs meltdown becomes clear, after years, to super-logical, demanding boss Marion. The play here is subtle. This may do nothing for you, but I carry the quote on the slide around with me. In my case, it is-was a bombshell upon 3rd or 4th reading, and its strength only growsIve probably read it, no kidding, 50 times now. Interpretation: Obviously (but not obviously to blunt Marion for years), the post-doc simply needed recognition. And I think there is an enormous message here. A lot of bosses are Marions. And a lot of employees are kin to our post-doc. Of course, you may just think Im nuts about this one wee paragraph. Fair enough.
10
years
[Count em!]
Tomorrow: How many times will you mange to blurt out, Thank you?
[Practice makes better!* *The engineer from
core value !
*appreciation is trainable
!
!
*appreciation is a profession
otis
I long to accomplish a great and noble task, but it is my chief duty to accomplish humble tasks as though they were great and noble. Helen Keller
#52
I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better. Marshall Goldsmith, What Got You
Here Wont Get You There: How Successful People Become Even More Successful
pause
I regard apologizing as the most magical, healing, restorative gesture human beings can make. It is the centerpiece of my work with executives who want to get better. Marshall Goldsmith, What Got You
Here Wont Get You There: How Successful People Become Even More Successful
Relationships
core value !
*effective repair is
trainable !
*effective repair is a
profession !
One of the secrets of a long and fruitful life is to forgive everybody of everything every night right before going to bed. Bernard Baruch
#53
Thoughtfulness is free.
it reduces friction. Thoughtfulness is key to transparency and even cost containmentit abets rather than stifles truth-telling.
core value !
*Thoughtfulness is trainable
! !
*Thoughtfulness is a profession
Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.
Henry Clay
#54
FLOWER POWER
#55
EXCELLENCE/Five Or Less Words To The Wise 4 most important words: What do you think? (Dave Wheeler @ tompeters.com: Most important 4 words in an organization.) 4 most important words: How can I help? (Boss as CHRO/ Chief Hurdle Removal Officer) 2 most important words: Thank you! (Appreciation/ Recognition) 2 most important words: All yours. (Hands-off delegation/ Respect/Trust) 3 most important words: Im going out. (MBWA/Managing By Wandering Around/In touch!) 2 most important words: Im sorry. (Power of unconditional apology = Stunning! Marshall Goldsmith: #1 exec issue) 5 most important words: Did you tell the customer? (Overcommunicate) 2 most important words: She says (She is the customer!)
EXCELLENCE/Five Or Less Words To The Wise 2 most important words: Yes maam. (Women are more often than not the best managers.) 2 most important words: Try it! (My only for sure in 44 years: Herb Kelleher: We have a strategic plan, its called doing things./Bill Parcells: Blame no one. Expect nothing. Do something.) 3 most important words: Try it again! (My only for sure 44 years: MOST TRIES WINS.) 2 most important words: Good try! (CELEBRATE good failures. Richard Farson/book: Whoever Makes the Most Mistakes Wins. Samuel Beckett: Fail. Fail again. Fail better.) 3 most important words: At your service. (Organizations exist to serve. Period. Leaders live to serve. Period.) 4 most important words: How are we doing? (To customers, regularly.) 4 most important words: How was Marys recital? (Know your employees kids.) 2 most important words: Lets party! (Celebrate small wins at the drop of a hat.)
EXCELLENCE/Five Or Less Words To The Wise 1 most important word: No. (To donts > To dos) 1 most important word: Yes. (Hey, give it a shot/Anon. quote: The best answer is always, What the hell./Wayne Gretzky: You miss 100% of the shots you dont take.) 2 most important words: Lunch today? (Social stuff = Secret to problem/opportunity #1:/XFX/ cross-functional Excellence.) 4 most important words: Thank Dick in accounting. (Readily acknowledge help from other functions.) 2 most important words: After you. (Courtesy rules.) 3 most important words: Thanks for coming. (Civility. E.g., boss acknowledges employee coming to her/his office.) 2 most important words: Great smile! (Note & acknowledge good attitude.) 1 most important word: Wow! (The gold standard for everything.) 1 most important word: EXCELLENT! (The ONLY acceptable standard/aspiration.)
#56
X =XFX*
*Excellence = Cross-functional Excellence
????
% XF lunches*
*Measure! Monthly! Part of evaluation! [The PAs Club.]
Oil
Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development of friendships.
General D.D. Eisenhower, Armchair General* (05.08)
*Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command
Wilsons War
**Getting to know the risk guys [GE Power] ***Spend less time with your customer! **** *****The ATT systems sales exec
R.O.I.R.
Return On
Investment In Relationships
Keep a short enemies list. One enemy can do more damage than the good done by a hundred friends.
Bill Walsh (from The Score Takes Care of Itself)
The XF-50: 50 Ways to Enhance Cross-Functional Effectiveness and Deliver Speed, Service Excellence and Value-added Customer Solutions
1. Its our organization to make workor not. Its not them, the outside world thats the problem. The enemy is us. Period. 2. Friction-free! Dump 90% of middle managersmost are advertent or inadvertent power freaks. We are allevery one of usin the Friction Removal Business, one moment at a time, now and forevermore. 3. No stovepipes! Stove-piping, Silo-ing is an Automatic Firing Offense. Period. No appeals. (Within the limits of civility, somewhat public firings are not out of the questionthat is, make one and all aware why the axe fell.) 4. Everything on the Web. This helps. A lot. (Everything = Big word.) 5. Open access. All available to all. Transparency, beyond a level thats sensible, is a de facto imperative in a Burn-the-Silos strategy. 6. Project managers rule!! Project managers running XF (cross-functional) projects are the Elite of the organization, and seen as such and treated as such. (The likes of construction companies have practiced this more or less forever.) 7. Value-added Proposition = Application of integrated resources. (From the entire supply-chain.) To deliver on our emergent business raison d'tre, and compete with the likes of our Chinese and Indian brethren, we must co-operate with anybody and everybody 24/7. IBM, UPS and many, many others are selling far more than a product or service that works the new it is pure and simple a product of XF co-operation; the product is the co-operation is not much of a stretch.
8. XF work is the direct work of leaders! 9. Integrated solutions = Our Culture. (Therefore: XF = Our culture.) 10. Partner with best-in-class only. Their pursuit of Excellence helps us get beyond petty bickering. An all-star team has little time for anything other than delivering on the (big) Client promise. 11. All functions are created equal! All functions contribute equally! All = All. 12. All functions are PSFs, Professional Service Firms. Professionalism is the watchwordand true Professionalism rise above turf wars. You are your projects, your legacy is your projectsand the legacy will be skimpy indeed unless you pass, with flying colors, the works well with others exam! 13. We are all in sales! We all (a-l-l) sell those Integrated Client Solutions. Good salespeople dont blame others for screwupsthe Clint doesnt care. Good salespeople are quarterbacks who make the system work-deliver. 14. We all invest in wiring the Client organizationwe develop comprehensive relationships in every part (function, level) of the Clients organization. We pay special attention to the so-called lower levels, short on glamour, long on the ability to make things happen at the coalface. 15. We all live the Brandwhich is Delivery of Matchless Integrated Solutions which transform the Clients organization. To live the brand is to become a raving fan of XF cooperation.
16. We use the word partner until we want to barf! (Words matter! A lot!) 17. We use the word team until we want to barf. (Words matter! A lot!) 18. We use the word us until we want to barf. (Words matter! A lot!) 19. We obsessively seek Inclusionand abhor exclusion. We want more people from more places (internal, externalthe whole supply chain) aboard in order to maximize systemic benefits. 20. Buttons & Badges matterwe work relentlessly at team (XF team) identity and solidarity. (Corny? Get over it.) 21. All (almost all) rewards are team rewards. 22. We keep base pay rather lowand give whopping bonuses for excellent team delivery of seriously cool cross-functional Client benefits. 23. WE NEVER BLAME OTHER PARTS OF THE ORGANIZATION FOR SCREWUPS. 24. WE TAKE THE HEATTHE WHOLE TEAM. (For anything and everything.) (Losing, like winning, is a team affair.) 25. BLAMING IS AN AUTOMATIC FIRING OFFENSE. 26. Women rule. Women are simply better at the XF communications stuffless power obsessed, less hierarchically inclined, more group-team oriented.
27. Every member of our team is an honored contributor. XF project Excellence is an all hands affair. 28. We are our XF Teams! XF project teams are how we get things done. 29. Wow Projects rule, large or smallWow projects demand by definition XF Excellence. 30. We routinely attempt to unearth and then reward small gestures of XF co-operation. 31. We invite Functional Bigwigs to our XF project team reviews. 32. We insist on Client team participationfrom all functions of the Client organization. 33. An Open talent market helps make the projects silo-free. People want in on the project because of the opportunity to do something memorableno one will tolerate delays based on traditional functional squabbling. 34. Flat! Flat = Flattened Silos. Flat = Excellence based on XF project outcomes, not power-hoarding within functional boundaries. 35. New C-level? We more or less need a C-level job titled Chief Bullshit Removal Officer. That is, some kind of formal watchdog whose role in life is to make cross-functionality work, and I.D. those who dont get with the program. 36. Huge (H-U-G-E) co-operation bonuses. Senior team members who conspicuously shine in the working together bit are rewarded Big Time. (A million bucks in one case I knowand a non-cooperating very senior was sacked.)
37. Get physical!! Co-location is the most powerful culture changer. Physical X-functional proximity is almost a guarantee (yup!) of remarkably improved co-operationto aid this one needs flexible workspaces that can be mobilized for a team in a flash. 38. Ad hoc. To improve the new X-functional Culture, little XF teams should be formed on the spot to deal with an urgent issuethey may live for but ten days, but it helps the XF habit, making it normal to be working the XF way. 39. Deep dip. Dive three levels down in the organization to fill a senior role with some one who has been pro-active on the XF dimension. 40. Formal evaluations. Everyone, starting with the receptionist, should have an important XF rating component in their evaluation. 41. Demand XF experience for, especially, senior jobs. The military requires all would-be generals and admirals to have served a full tour in a job whose only goals were cross-functional. Great idea! 42. Early project management experience. Within days, literally, of coming aboard folks should be running some bit of a project, working with folks from other functionshence, all this becomes as natural as breathing. 43. Get em out with the customer. Rarely does the accountant or bench scientist call one the customer. Reverse that. Give everyone more or less regular customer-facing experiences. One learns quickly that the customer is not interested in our in-house turf battles!
44. Put it on theevery agenda. XF issues to be resolved should be on every agendamorning project team review, weekly exec team meeting, etc. A next step within 24 hours (4?) ought to be part of the resolution. 45. XF honest broker or ombudsman. The ombudsman examines XF friction events and acts as Conflict Resolution Counselor. (Perhaps a formal conflict resolution agreement?) 46. Lock it in! XF co-operation, central to any value-added mission, should be an explicit part of the Vision Statement. 47. Promotions. Every promotion, no exceptions, should put XF Excellence in the top 5 (3?) evaluation criteria. 48. Pick partners based on their co-operation proclivity. Everyone must be on board if this thing is going to work; hence every vendor, among others, should be formally evaluated on their commitment to XF transparencye.g., can we access anyone at any level in any function of their organization without bureaucratic barriers? 49. Fire vendors who dont get itmore than get it, welcome it with open arms. 50. Jaw. Jaw. Jaw. Talk XF cooperation-value-added at every opportunity. Become a relentless bore! 51. Excellence! There is a state of XF Excellence per se. Talk about it. Pursue it. Aspire to nothing less.
#57
Attending to the Last 98%: The New Management Science, or Hard Is Soft, Soft Is Hard
S = ( ___ )
Success Is a Function of
S = (SD>SU)
Sucking down is more important than sucking upthe idea is to have the entire organization working for you.
S = (#non-FF, #non-FL)
Number of friends, number of lunches with people not in my function
S = (#FF)
Number of friends in the finance function-organization
S = (OF)
Oddball friends
S = (PDL)
Purposeful, deep listeningthis is very hard
S = (#PKWP) S = ( #PKLP)
# of people you know in the wrong places # people you know in low places
S = (#EODD3MC)
Number of end-of-the-day difficult (youd rather avoid) 3-minutecalls that soothe raw feelings, mend fences, etc
S = (#TN)
Number of thank you notes sent
S = (SU)
Showing up (Woody Allen, Delawares ridiculous influence on the U.S. Constitution)
Success is a function of: Number and depth of relationships 2, 3, and 4 levels down inside and outside the organization
S = (SD>SU)
Number of friends not in my function
Sucking down is more important than sucking upthe idea is to have the [your] entire organization working for you.
S = (#FF)
Loser:
Winner:
S =(#PKWP) S = (#PKLP)
# of people you know in the wrong places # people you know in low places
???????
Success doesnt depend on the number of people you know; it depends on the number of people you know in
or
high places!
Success doesnt depend on the number of people you know; it depends on the number of people you know in
low
places!
high
places!
It helps
more
to know people in
low
places!
450/8
Lisbon/New Biz:
Weeks
to
Minutes (!!!!)
footprint to provide effective financial solutions for its customers by providing a gateway to diverse markets.
Charles Handy
I assume that it is just saying that it is there to help its customers wherever they are.
Charles Handy
50%
stays result
in serious complication
Source: Atul Gawande, The Checklist (New Yorker, 1210.07)
**Peter Pronovost, Johns Hopkins, 2001 **Checklist, line infections **1/3rd at least one error when he started **Nurses/permission to stop procedure if doc, other not following checklist **In 1 year, 10-day line-infection rate:
11% to
0%
**Docs, nurses make own checklists on whatever process-procedure they choose **Within weeks, average stay in
ICU down
50%
First Steps: Beauty Contest! 1. Select one form/document: invoice, airbill, sick leave policy, customer returns claim form. 2. Rate the selected doc on a scale of 1 to 10 [1 = Bureaucratica Obscuranta/Sucks; 10 = Work of Art] on four dimensions:
Created a Super-growth Business in a No-growth Industry, Vernon Hill & Bob Andelman
CGRO*
*CGRO/Chief Grunge Removal Officer (CDC/Chief of De-complexification) (CAO/Chief Anti-systems Officer) (CBSD/Chief BS Destruction Officer)
3Ms Innovation Crisis: How Six Sigma Almost Smothered Its Idea Culture
Source: Title/Cover Story, BW, 0611.07 (Whats remarkable is how fast a culture can be torn apart, 3M lead scientist; In an innovation economy, [6 Sigma] is no longer a cure all/BW)
Rikyu was watching his son Sho-an as he swept and watered the garden path. Not clean enough, said Rikyu, when Sho-an had finished his task, and bade him try again. After a weary hour, the son turned to Rikyu: Father, there is nothing more to be done. The steps have been washed for the third time, the stone planters and the trees are well sprinkled with water, moss and lichens are shining with a fresh verdure; not a twig, not a leaf have I left on the ground. Young fool, chided the tea-master, that is not the way a garden path should be swept. Saying this, Rikyu stepped into the garden, shook a tree and scattered over the garden gold and crimson leaves, scraps of the brocade of autumn! What Rikyu demanded was not cleanliness alone, but the beautiful and the natural also. Kakuzo Okakura, The Book of Tea
What Rikyu demanded was not cleanliness alone, but the beautiful and the natural also.
Part FIVE
ry it. Try it. Try it ry it. Try it. Screw i p. Try it. Try it. Try Try it. Try it. Try i ry it. Screw it up. it ry it. Try it. try it
"Life is what happens while you're busy making other plans. John Lennon
A man approached JP Morgan, held up an envelope, and said, Sir, in my hand I hold a guaranteed formula for success, which I will gladly sell you for $25,000. Sir, JP Morgan replied, I do not know what is in the envelope, however if you show me, and I like it, I give you my word as a gentleman that I will pay you what you ask. The man agreed to the terms, and handed over the envelope. JP Morgan opened it, and extracted a single sheet of paper. He gave it one look, a mere glance, then handed the piece of paper back to the gent.
2.
Do them.
We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design
By the time our rivals are ready with wires and screws, we are on version
#5.
Experiment fearlessly
Source: BusinessWeek, Type A Organization Strategies/ How to Hit a Moving TargetTactic #1
"I think it is very important for you to do two things: act on your temporary conviction as if it was a real conviction; and when you realize that you are wrong, correct course very quickly. Andy Grove
READY. FIRE!
Theres
[literally]
only one
#61
Culture of Prototyping
You cant be a serious innovator unless and until you are ready, willing and able to seriously play. Serious play is not an oxymoron; it is the essence of innovation.
Michael Schrage, Serious Play
#62
Read This!
In business, you reward people for taking risks. When it doesnt work out you promote them-because they were willing to try new things. If people tell me they skied all day and never fell down, I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
If people tell me they skied all day and never fell down, I tell them to try a different mountain.
Michael Bloomberg (BW/0625.07)
celebrate
Most Mistakes Wins)
Reward
excellent failures.
Punish mediocre
successes.
Phil Daniels, Sydney exec
We learn from our failures. Period.* Failure to acknowledge failure is a fatal disease. Treating failure like a disease is a fatal disease.
*Doctors, soldiers, pilots, musicians, etc.
The secret of fast progress is inefficiency, fast and furious and numerous failures.
Kevin Kelly
Without huge amounts of death, organisms do not change over time. ... Death
is the mother of structure. ... It took four billion years of death ... to invent the human mind ... The Cobra Event
The Silicon Valley of today is built less atop the spires of earlier triumphs than upon the rubble of earlier debacles.Newsweek/ Paul Saffo
#63
1/4,000
You miss
100% of
the shots you never take.
Wayne Gretzky
#64
Richard Florida,
It is nothing short of a miracle that modern methods of instruction have not yet entirely strangled the holy curiosity of inquiry.
Albert Einstein
The key question isnt What fosters creativity? But it is why in Gods name isnt everyone creative? Where was the human potential lost? How was it crippled? I think therefore a good question might be not why do people create? But why do people not create or innovate? We have got to abandon that sense of amazement in the face of creativity, as if it were a miracle if anybody created anything.
Abe Maslow
No man ever became great except through many and great mistakes.
William Gladstone
I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shotand missed. And I have failed over and over and over again in my life. And that is why I succeed. Michael Jordan
Muhammad Yunus:
were in the caves we were all selfemployed . . . finding our food, feeding ourselves. Thats where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs.
Source: Muhammad Yunus/The News HourPBS/1122.2006
#65
The Limits of Systems Thinking: Surprise, Transformation & Excellence Through Spontaneous Discovery (1 of 2)
This summer was the summer of brush clearing. And, it turned out, much more. It started as simple exercise. After a day or two, scratches from head to toe, and enjoyment, I set myself a goal of clearing a little space to get a better view of one of the farm ponds. That revealed something else to my surprise. At a casual dinner, I sat next to a landscaper, and we got to talking about our farm and my skills with clipper, saw, etc. In particular, she suggested that I do some clearing around a few of our big boulders. Intrigued, I set about clearing, on our main trail, around a couple of said boulders. I was again amazed at the result. That in turn led to attacking some dense brush and brambles around some barely visible rocks that had always intrigued mewhich led to finding, in effect, a great place for a more or less Zen garden, as weve taken to calling it. Which led to more and more. And more. (Especially a rock wall, a hundred or so yards long, that is a massive wonder next year Ill move up the hill behind itI can already begin to imagine what Ill discover, though my hunch will be mostly wrong, and end up leading me somewhere else.)
The Limits of Systems Thinking: Surprise, Transformation & Excellence Through Spontaneous Discovery (2 of 2)
To make a long story short: I now have a new hobby, and maybe, ye gads, my lifes work for years to come. This winter Ill do a little, but I also plan to read up on outdoor spaces, Zen gardens, etc; visit some rock gardensspaces close by or amidst my travels; and, indeed, concoct a more or less plan (rough sketches) for next springs activitiesthough Im sure that what I do will move forward mostly by what I discover as I move forward. (what discovers itself may actually be a better way to put ittheres a hidden hand here.) As Im beginning to see it, this is at least a 10-year projectmaybe even a multi-generation project. I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding of potentialthe plan, though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I would have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the starta trivial self-designed chore may become the engine of my next decade; the brushcutting project is now leading Susan and I to view our entire property, and what it might represent, in a new light. I was able to do much more than Id dreamedoverall, and project by project. Systems thinking? It would have killed the whole thing. Is everything connected to every thin else? Well, duh. But I had no idea how everything was connected to everything else until I began (thank you, Michael Schrage) serious play.
I proceeded by trial and error and instinct, and each experiment led to/suggested another experiment (or 2 or 10) and to a greater understanding of potentialthe plan, though there was none, made itself. And it was far, far better (more ambitious, more interesting, more satisfying) than I would have imagined. In fact, the result to date bears little or no relationship to what I was thinking about at the starta trivial self-designed chore may become the engine of my next decade; the brushcutting project is now leading Susan and I to view our entire property, and what it might becomerepresent, in a new light.
Note (more of the same): Last year I got a pacemaker for Christmas (13 December, actually); the #1 no-no is using a chain saw. (The magnetic field is fearsome.) Taking that warning a step farther, I decided to do this project entirely with hand tools. Of course that means more exercisea good thing. But the great wonder, again unexpected, is that the resultant slowness and quiet is the de facto engine of my entire spontaneous discovery process. Note: Some of you will have discovered my implicit debt to the economist-of-freedom, F.A. Hayek. His stunningly clear view of market capitalism as a spontaneous discovery process is my intellectual bedrock, my context for three decades in Silicon Valley, and now even for my recreational pursuits (which are, as noted, becoming so much more than that).
We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design perfect, were already on prototype version #5. By the time our rivals are ready with wires and screws, we are on version #10. It gets back to planning versus acting: We act from day one; others plan how to planfor months. Bloomberg by Bloomberg This is so simple it sounds stupid, but it is amazing how few oil people really understand that you only find oil if you drill wells. You may think youre finding it when youre drawing maps and studying logs, but you have to drill. The Hunters, by
John Masters, Canadian Oil & Gas wildcatter
Experiment fearlessly
BusinessWeek, in a Special Report, on the premier innovation strategy of the best innovators
The secret of fast progress is inefficiency, fast and furious and numerous failures. Kevin Kelly, founding editor, Wired
#66
SkunkWorks/ ParallelUniverse
the
solution
Source: Scott Bedbury (Others: 3M, Google, Shell, NAVFAC)
Universe Strategy)
Forward, march:
#67
F.F.F.F.
(Find a Fellow Freak Faraway)
Howard Gardner,
Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.
Margaret Mead
#68
Find em!
Somewhere in your organization, groups of people are already doing things differently and better. To create lasting change, find these areas of positive deviance and fan the flames.
Richard Pascale & Jerry Sternin, Your Companys Secret Change Agents, HBR
things that went wrong and try to fix them. I look for things that went right, and try to build off them.
Never doubt that a small group of committed people can change the world. Indeed it is the only thing that ever has.
Margaret Mead
#69
You will become like the five people you associate with the mostthis can be either a blessing or a curse.
Billy Cox
Measure Strangeness/Portfolio Quality Staff Consultants Vendors Out-sourcing Partners (#, Quality) Innovation Alliance Partners Customers Competitors (who we benchmark against) Strategic Initiatives Product Portfolio (LineEx v. Leap) IS/IT Projects HQ Location Lunch Mates Language Board
[CEO A.G.] Lafley has shifted P&Gs focus on inventing all its own products to developing
example, Mr. Clean Magic Eraser, based on a product found in an Osaka market. Fortune
The We are what we eat axiom: At its core, every (!!!) relationship-partnership decision (employee, vendor, customer, etc) is a strategic decision about:
Innovate, Yes or No
WE HANG OUT WITH. (There's an incipient scorecard on this ... EVERY DAY.)
Hang out with cool and thou shalT become more cool. Hang out with dull and thou shalT become more dull. Period.
To grow, companies need to break out of a vicious cycle of competitive benchmarking and imitation.
W. Chan Kim & Rene
Companies have defined so much best practice that they are now more or less identical.
Jesper Kunde, Unique Now ... or Never
thirds of the time, they pick the wrong competitor to worry about.
Don Listwin, CEO,
Openwave Systems/WSJ
Whos the most interesting person youve met in the last 90 days? How do I get in touch with them?
Fred Smith
Freak Fridays
once a
month invite somebody interesting, in any field, to have lunch with your gang
Normal =
o for 800
"The reasonable man adapts himself to the world. The unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends upon the unreasonable man. GB Shaw,
Man and Superman: The Revolutionists' Handbook.
The
Bottleneck
The
At the top!
Gary Hamel/Harvard Business Review
diversity
Diverse groups of problem solversgroups of people with diverse toolsconsistently outperformed groups of the best and the brightest. If I formed two groups, one random (and therefore diverse) and one consisting of the best individual performers, the first group almost always did better.
Squint test?
Vanity Fair:
Curiosity.
Do one thing
every day that scares you.
Eleanor Roosevelt
Avoid moderation!
The Billion-man Research Team: Companies offering work to online communities are reaping the benefits of crowdsourcing.
Headline, FT, 0110.07
gold
Wikinomics: How Mass Collaboration Changes Everything, Don Tapscott & Anthony Williams
Angry people!
status quo]
The quality and quantity and imaginativeness of innovation shall be the same in all functions e.g., in HR and
purchasing as much as in marketing or product development.*
*This is
Strategic!
of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a Weird/ Profound/ Wow/Game- changer Scale?
Inno16
(5) We are what we eat: We are who we spend time with. (6) diversity. (Every dimension.) (7) Co-invent with (all) outsiders. (Exploit electronic
communities.)
(8) Strategic Listening = Core competence. (9) Hire and promote 100% innovators. (10) XFX/Cross-functional Excellence!! (#1?) (11) Chief Complexity/Systems Destruction Officer. (12) R&D Equality.
All functions equal. (VA centerpiece./All staff VA-meisters.) Innovators characteristic = Angry. CEO=Innovation bias. (You must be /Gandhi)
partners.)
De-central-iza-tion!
6 divisions = 6 tries
6 divisions = 6 DIFFERENT leaders = 6 INDEPENDENT tries = Max probability of win
6 divisions = 6 very DIFFERENT leaders = 6 very INDEPENDENT tries = Max probability of far out/3-sigma win
*Driver: Law of Large #s
Best practice =
ZERO Standard
Deviation
Decentralization is not a piece of paper. Its not me. Its either in your heart, or not.
Brian Joffe/BIDvest
Enemy
#1
I.C.D.
Note 2: Jim Burkes 1-word vocabulary: No.
Ninety percent of what we call management consists of making it difficult for people to get things done.
Peter Drucker
C.I.O.
(007 License)
*Chief of Anti-matter; Deputy Chief, Grunge Removal Section; Chief, Crap Accretion Police; Chief, Office of Bullshit Detection; K.I.S.S. Kops
volcanic struggle!
Institute of Public Administration, last question Centralization vs Decentralization = EVERYTHING (Business, government, child-rearing) Jefferson vs Hamilton (D.C. vs states rights) Nelson, Grant: simple-clear-brief orders, then lots of leeway Ike (and CEO Koppers): plan like hell and burn the plan (literally) Ceaselessly talk through the values, then enormous space within Bossidy: 2-page strategy (pre-Welch, strategy doc was budget doc) Katrina: USCG (history of trusting their captains) vs US Navy Rommel on Americans in North Africa No autonomy, no resilience (Yunus: Were all entrepreneurs) CIO; across the hall anti-CIO (Mr Build, Mr Destroy) Drucker: Ninety percent ICD/Inherent Centralist Drift Gary Hamel and sell by Anthropological analysis, McKinsey Degree of staff diversification is also Cent. vs De-cent issue (homogeneity grows over time) Jim Burke: No. (Watson: never do a System 360 today) Norberto Odebrecht and 2nd Law Thermodynamics (Fosters data) Sloan: Dynamic approach, never get it right TP: dynamic approach, never get it right, lean big time toward decentralization, open warfare on necessary systems
Ex-ecu-tion!
In real life, strategy is actually very straightforward. Pick a general direction and implement like hell
Jack Welch
Execution is
the job of the business leader.
Larry Bossidy & Ram Charan/ Execution: The Discipline of Getting Things Done
Execution is a
systematic process
Larry Bossidy & Ram Charan/ Execution:
of rigorously
discussing hows and whats, tenaciously following through, and ensuring accountability.
The Discipline of Getting Things Done
Costco figured out the big, simple things and executed with total fanaticism.
Charles Munger, Berkshire Hathaway
U. S. Grant *No interest in grand strategy. *Do the thing until it is done. *Do not over complicate. *Do the next thing. *Pleasure in perseverance per se. *Not ask for help or advice. *Not complain of difficulties or ask for more time or resources McClellan: delay; plead for more forces Grant: When do I start? What I want is to advance.
Source: Josiah Bunting, Ulysses S. Grant
Ac-counta-bil-ity!
(no salesfolk)
(salesfolk)
6:15A.M.
Part SIX
I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for myself? The answer seems obvious
I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for
Mr. Foster and his McKinsey colleagues collected detailed performance data stretching
back
U.S. companies.
none
of
the long-term survivors managed to outperform the market. Worse, the longer companies had been in the database, the worse they did.
Financial Times
members of the Class of 17 were alive in 87; 18 in 87 F100; 18 F100 survivors significantly underperformed the market;
: 39
just
Survivors underperform.
Dick Foster
Dick Kovacevich:
The difficulties arise from the inherent conflict between the need to control existing operations and the need to create the kind of environment that will permit new ideas to flourishand old ones to die a
believe that most corporations will find it impossible to match or outperform the market without abandoning the assumption of continuity. The current apocalypsethe
transition from a state of continuity to state of discontinuityhas the same suddenness [as the trauma that beset civilization in 1000 A.D.]
Richard Foster & Sarah Kaplan, Creative Destruction (The McKinsey Quarterly)
timely death. We
Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms
listened to their customers, invested aggressively in technologies that would provide their customers more and better products of the sort they wanted, and because they carefully studied market trends and systematically allocated investment capital to innovations that promised the best returns, they lost their positions of leadership.
Clayton Christensen, The Innovators Dilemma
The problem is never how to get new, innovative thoughts into your mind, but how to get the old
ones out.
Dee Hock
A pattern emphasized in the case studies in this book is the degree to which powerful competitors not
further their positions in older products. This results in a surge of productivity and performance that may take the old technology to unheard of heights. But in most cases this is a sign of impending death.
Jim Utterback, Mastering the Dynamics of Innovation
only resist innovative threats, but actually resist all efforts to understand them, preferring to
organization
substantially.
kill an
than change it
Data drawn from the real world attest to a fact that is beyond our control:
When asked to name just one big merger that had lived up to expectations, Leon Cooperman, former cochairman of Goldman Sachs Investment Policy Committee,
answered:
Im sure there are success stories out there, but at this moment I draw a blank.
Mark Sirower, The Synergy Trap
Not a single company that qualified as having made a sustained transformation ignited its leap with a big acquisition or merger. Moreover,
comparison companiesthose that failed to make a leap or, if they did, failed to sustain itoften tried to make themselves great with a big acquisition or merger. They failed to grasp the simple truth that while you can buy your way to growth, you cannot buy your way to greatness. Jim Collins/Time/2004
MERGERS: Why Most Big Deals Dont Pay Off. A BusinessWeek analysis
Almost every personal friend I have in the world works on Wall Street. You can buy and sell the same company six times and everybody makes
Dont ever use that word synergy. Its a The only thing that works is natural law. Given enough time, natural relationships will develop between our businesses. Barry Diller, responding to a
hideous
word.
student question, address at the Harvard Business School (from Marshall Goldsmith, What Got You Here Wont Get You There)
wonder what unimaginable new tools, otherwise not possible, will be quickly brought forth for our customers because of this deal?
wonder what unimaginable new tools, otherwise not possible, will be brought forth for my daughter Alice, age 17, because of this deal?
Not long ago, I heard one studio chief utter the unthinkable: What would
Is
Possible
No: People. No: Product. No: Value to customer. Yes: Dilution, other control and shareowning issues. Yes: Scale-as-power. Yes: Market share.
Yes: People. Yes: Product. Yes: Value to customer. No: Dilution, other control and shareowning issues. No: Scale-as-power. No: Market share.
On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy. Your main constituencies are your employees, your customers and your products. Jack Welch, FT, 0313.09, page 1
Too Much Cost, Not Enough Value Too Much Speculation, Not Enough Investment Too Much Complexity, Not Enough Simplicity Too Much Counting, Not Enough Trust Too Much Business Conduct, Not Enough Professional Conduct Too Much Salesmanship, Not Enough Stewardship Too Much Focus on Things, Not Enough Focus on Commitment Too Many Twenty-first Century Values, Not Enough Eighteenth-Century Values Too Much Success, Not Enough Character
Source: Jack Bogle, Enough! (chapter titles)
To me business isnt about wearing suits or pleasing stockholders. Its about being true to yourself, your ideas and focusing on the essentials. Richard Branson
#1 Germany
Reason!!!
Mittelstand
Jims Group
Jims Mowing Canada Jims Mowing UK Jims Antennas Jims Bookkeeping Jims Building Maintenance Jims Carpet Cleaning Jims Car Cleaning Jims Computer Services
$62,000,000
Joel Resnick/Flemington NJ
(referenced in Fame Junkies)
Jungle Jims International Market/shoppertainment Abt Electronics Zabars Bronners Christmas Wonderland Ron Jon Surf Shop. Junkmans Daughter Smoky Mountain Knife Works Hartville Hardware
Source: Retail Superstars: Inside the 25 Best Independent Stores in America, George Whalin
WallopWalmart16*
*Or: Why its so ABSURDLY EASY to BEAT a GIANT Company
The Small Guys Guide: Wallop Wal*Mart16 *Niche-aimed. (Never, ever all things for all people, a miniWal*Mart.) *Never attack the monsters head business and lukewarm customers.)
*Dramatically Different
*Emotional bond with Clients, ON EMOTION/CONNECTION!!)
industry regionally, etc is as obvious as the end of ones nose!) (THIS IS WHERE MOST MIDGETS COME UP SHORT.)
*Compete on value/experience/intimacy, not price. (You aint gonna beat the behemoths on cost-price in 9.99 out of 10 cases.)
This is an essay about what it takes to create and sell something remarkable. It is a plea for originality, passion, guts and daring. You cant be remarkable by following someone else whos remarkable. One way to figure out a theory is to look at whats working in the real world and determine what the successes have in common. But what could the Four Seasons and Motel 6 possibly have in common? Or NeimanMarcus and Wal*Mart? Or Nokia (bringing out new hardware every 30 days or so) and Nintendo (marketing the same Game Boy 14 years in a row)? Its like trying to drive
The thing that all these companies have in common is that they have nothing in common.
looking in the rearview mirror.
on the fringes. Superfast or superslow. Very exclusive or very cheap. Extremely big or extremely small. The reason its so hard to follow the leader is this: The leader is the leader precisely because he did something remarkable. And that remarkable thing is now takenso its no longer remarkable when you decide to do it.
incredible experience, from the first to last momentand then in the follow-up! (These guys
are cool! They get me! They love me!) *DESIGN DRIVEN! (Design is a premier weapon-inpursuit-of-the sublime for small-ish enterprises, including the professional services.)
*Employer of choice. (A very cool, well-paid place to work/learning and growth experience in at least the short term marked by notably progressive policies.) (THIS IS EMINENTLY DO-ABLE!!) *Sophisticated
use of information
*Web-power! (The Web can make very small very big if the product-service is super-cool and one purposefully masters buzz/viral marketing.)
*Innovative! (Must keep renewing and expanding and revising and re-imagining the promise to employees, the customer, the community.)
Excellence!
has no right or reason to exist unless they are in Relentless Pursuit of Excellence. One earns the rightone damn day and client experience at a time!to beat the Big Guys in your chosen niche!)
The Small*Mart Revolution: How Local Businesses Are Beating Local Competition
Michael Shuman
odds are best in tightly drawn markets, not big, sprawling ones
Title/ Bruce Greenwald & Judd Kahn/HBR09.05
All Strategy Is Local: True competitive advantages are harder to find and maintain than people realize. The
Focus:
Muhammad Yunus:
were in the caves we were all selfemployed . . . finding our food, feeding ourselves. Thats where human history began . . . As civilization came we suppressed it. We became labor because they stamped us, You are labor. We forgot that we are entrepreneurs.
Source: Muhammad Yunus/The News HourPBS/1122.2006
Conscious measurement
of your Top 5 Strategic Initiatives/Key Projects score 8 or higher [out of 10] on a Weird/ Profound/ Wow/Game- changer Scale?
Over-rated:
Big companies! Public companies! Cool industries! Stability (Built to last)! Famous CEOs! Men!
Under-rated:
*SMEs! *Private companies! *Dull industries! *Productive churn: Built to Rock the World! *Laudable CEOs! *Women!
Part SEVEN
#1 Truthteller
never
lie
I used to have a rule for myself that at any point in time I wanted to have in mind as it so happens, also in writing, on a little card I carried around with me the three big things I was trying to get done.
Three.
Not two. Not four. Not five. Not ten. Three.
Richard Haass, The Power to Persuade
To-dont
List !
The one thing you need to know about sustained individual success: Discover what you dont like doing and
stop
doing it.
Source: Bill Birchard, Natures Keepers: The Remarkable Story of How The Nature Conservancy Became the Largest Environmental Organization in the World
#89
You must
be
Being aware of yourself and how you affect everyone around you is what distinguishes a superior leader. Edie Seashore
(Strategy + Business #45)
How can a high-level leader like _____ be so out of touch with the truth about himself? Its more common than you would imagine. In fact, the higher up the ladder a leader climbs, the less accurate his self-assessment is likely to be. The problem is an acute lack of feedback [especially on people issues].
Daniel Goleman (et al.), The New Leaders
To change minds
tools: the
#90
I am a dispenser of enthusiasm.
Ben Zander
Swimmers and colleagues remember a man of almost boundless energy and passion, pointing to his preternatural cheerfulness at 6A.M. practices. Stanford magazine, on Richard Quick,
womens swimming coach (13 NCAA championships,
the Olympic teams he coached won 59 medals)
Hed look you in the eye and tell you that you could do it. He was so genuine and passionate that youd start to believe it yourself.
Jessica Foschi, All American and NCAA champion
[It had mostly] to do with body language, with the impact Mandelas manner had on people he met. First there was his erect posture. Then there was the way he shook hands. The effect was both regal and intimidating, were it not for Mandelas warm gaze and his big, easy smile. Coetzee was surprised by
found themselves chatting amiably. Mandelas willingness to talk in Afrikaans, his knowledge of Afrikaans history. Coetzee: He was a born leader. And he was affable. He was obviously well liked by the hospital staff and yet he was respected even though they knew he was a prisoner.
and the Game that Made a Nation. (Mandela meets surreptitiously with justice minister after decades in prisonand turns on the charm)
Source: John Carlin, Playing the Enemy: Nelson Mandela
Mandela, a model host [in his prison hospital room] smiled grandly, put [Justice Minister Kobie] Coetzee at his ease, and almost immediately, to their quietly contained surprise, prisoner and jailer
Ultimately the smile was symbolic of how Mandela molded himself. At every stage of his life he decided who he wanted to be and created the appearanceand then the realityof that person. He became who he wanted to be. from Look the
Part (Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel)
In the election in 1994, his smile was the campaign. That smiling iconic campaign posteron billboards, on highways, on street lamps, at tea shops and fruit stalls. It told black voters that he would be their champion and white voters that he would be their protector. It was the smile of the proverb tout comprendre, cest tout pardonerto understand is to forgive all. It was political Prozac for a nervous electorate.
From See the Good in Others, Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
Ultimately the smile was symbolic of how Mandela molded himself. At every stage of his life he decided who he wanted to be and created the appearanceand then the realityof that person. He became who he wanted to be.
From See the Good in Others, Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
Some call it a blind spot, others navet, but Mandela sees almost everyone as virtuous until proven otherwise. He starts with an assumption you are dealing with him in good faith. He believes that, just as pretending to be brave can lead to acts of real bravery, seeing the good in other people improves the chances that they will reveal their better selves.
From See the Good in Others, Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
Mandela sees the good in others both because it is in his nature and in his interest. At times that has meant being blindsided, but he has always been willing to take that risk. And it is a risk. Mandela goes out on a limb and makes himself vulnerable by trusting others. We rarely equate risk with trying to see what is decent, honest, and good in the people in our daily lives. ... People will feel I see too much good in people, and Ive tried to adjust because whether it is so or not, it is something I think is profitable. Its a good thing to assume, to act on the basis that others are men of integrity and honor, because you need to attract integrity and honor. I believe in that.
From See the Good in Others, Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
Mandela consciously chose to err on the side of generosity. By behaving honorably, even to people who may not deserve it, he believes you can influence them to behave more honorably than they otherwise would. This sometimes proved to be a useful tactic, particularly after he was released from prison, when his open, trusting attitude made him appear to be a man who could rise above bitterness. When he urged South Africans to forget the past, most of them believed that he had. This had a double effect: It made whites trust Mandela more and it made them feel more generous toward the people they had so recently oppressed.
From See the Good in Others, Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel
Smiling begets a warmer environment. ( Thanking begets an environment of mutual appreciation. Enthusiasm begets enthusiasm. Love begets love. Energy begets energy. Wow begets Wow. Optimism begets Optimism. Honesty begets honesty. Caring begets caring. Listening begets engagement. __________ begets _____________
Its always
showtime.
David DAlessandro, Career Warfare
When Adams joined Franklin in Paris in 1779, he was scandalized by the late hours and French lifestyle his colleague had adopted, says [Stacy Schiff, in A Great Improvisation] Adams was clueless that it was through the dropped hints and seemingly offhand remarks at these salons that so much of French diplomacy was conducted. Like the Beatles arriving in America, Franklin aroused a fervorhis
of state as rigorously as John Adams. face appeared on prints, teacups and chamber pots. The extraordinary popularity served Franklins diplomatic purposes splendidly. Not even King Louis XVI could ignore the enthusiasm that had won over both the nobility and the bourgeoisie.
to be that of a flirtatious old man, too busy visiting the citys fashionable salons to pursue affairs
Franklins miracle was that armed only with his canny personal charm and reputation as a scientist and philosopher, he was able to cajole a wary French government into lending the fledgling American nation an enormous fortune. The enduring image of Franklin in Paris tends
simple brown suit and a fur cap.
In the same bitter winter of 1776 that Gen. George Washington led his beleaguered troops across the Delaware River to safety, Benjamin Franklin sailed across the Atlantic to Paris to engage in an equally crucial campaign, this one diplomatic. A lot depended on the bespectacled and decidedly unfashionable 70-year-old as he entered the worlds fashion capitol sporting a
Source: In Paris, Taking the Salons By Storm: How the Canny Ben Franklin Talked the French into Forming a Crucial Alliance, U.S. News & World Report, 0707.08
Make friends!
Allied commands depend on mutual confidence [and this confidence] is gained, above all through the development of friendships.
General D.D. Eisenhower, Armchair General* (05.08)
*Perhaps his most outstanding ability [at West Point] was the ease with which he made friends and earned the trust of fellow cadets who came from widely varied backgrounds; it was a quality that would pay great dividends during his future coalition command
The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, many leaders of major companies believe their job is to create the strategy, organization structure and organizational processesthen they just delegate the work to be done, remaining aloof from the people doing the work. Bill George, Authentic Leadership
#92
(Mandelas Way: Fifteen Lessons on Life, Love, and Courage, by Richard Stengel)
Some call it a blind spot, others navet, but Mandela sees almost everyone as virtuous until proven otherwise. He starts with an assumption you are dealing with him in good faith. He believes that, just as pretending to be brave can lead to acts of real bravery, seeing the good in other people improves the chances that they will reveal their better selves. from See the Good in Others
Keep a short enemies list. One enemy can do more damage than the good done by a hundred friends.
Bill Walsh (from The Score Takes Care of Itself)
#93
The 19 Es of EXCELLENCE Enthusiasm! (Be an irresistible force of nature! Be fire! Light fires!) Exuberance! (Vibratecause earthquakes!) Execution! (Do it! Now! Get it done! Barriers are baloney! Excuses are for wimps! Accountability is gospel! Adhere to coach Bill Parcells doctrine: Blame nobody!! Expect nothing!! Do something!!) Empowerment! (Respect! Appreciation! Ask until youre blue in the face, What do you think? Then: Listen! Liberate! 100.00% innovators!) Edginess! (Perpetually dance at the frontier and a little, or a lot, beyond.) Enraged! (Maintain a permanent state of mortal combat with the status-quo!) Engaged! (Addicted to MBWA/Managing By Wandering Around. In touch. Always.) Electronic! (Partner with the whole wide world 60/60/24/7 via all manner of electronic community building and entanglement. Crowdsourcing Encompassing! (Relentlessly pursue diversity of every flavor! Diversity per se generates big returns!) (Seeking superb leaders: Women rule!) Emotion! (The alpha! The omega! The essence of leadership! The essence of sales! The essence of design! The essence of life itself! Acknowledge it! Use it!)
wins!)
The 19 Es of EXCELLENCE
Empathy! (Connect! Connect! Connect! Click with others reality and aspirations! Walk in the other persons shoesuntil the soles have holes!) Ears! (Effective listening in every encounter: Strategic Advantage No. 1! Believe it!) Experience! (Life is theater! Its always showtime! Make every contact a Wow ! Standard: Insanely Great/Steve Jobs; Radically Thrilling/BMW.) Eliminate! (Keep it simple!! Furiously battle hyper-complexity and gobbledygook!!) Errorprone! (Ready! Fire! Aim! Try a lot of stuff, make a lot of booboos. CELEBRATE the booboos! Try more stuff, make more booboos! He who makes the most mistakes wins! Fail! Forward! Fast!) Evenhanded! (Straight as an arrow! Fair to a fault! Honest as Abe!) Expectations! (Michelangelo: The greatest danger for most of us is not Eudaimonia! (The essence of Aristotelian philosophy: True happiness is pursuit of the highest of human moral purpose. Be of service!
that our aim is too high and we miss it, but that it is too low and we hit it.)
Always!)
No excuses!)
Excellence
can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.
Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)
The EXCELLENCE 15
People 1st/ Cathedral for human development Best 1st-line managers Quality of relationships (Internal/External) Try it! Try it again! Passion!/Energy!/Wow! Unstinting commitment to innovation by ALL Excellence at Plan B/Adaptability Fanatic about execution XFX/Cross-functional eXcellence Integrity/Decency/Thoughtfulness/Character LX/Listening eXcellence Commitment to SERVICE Commitment to EXCELLENCE Servant leadership
The end
Tom Peters
Excellence:
The
Leadership
50
bedrock.
1. Leaders
serve.
2. Leadership Is a
Groups become great only when everyone in them, leaders and members alike, is free to do his or
free to do his or her absolute best allow its members to discover their greatness.
Whoops:
5. Find the
Businesspeople! (Type III Leadership)
I.P.M.
(Inspired
Profit Mechanic)
6. All Organizations
Need the Golden
Leadership Triangle.
IT ALL DEPENDS!
a myth, a delusion!
8. The Leader Is
Rarely/Never the
Best Performer.
9. Leaders
SHOW UP!
10. Leaders
If things seem
Mario Andretti
11. Leaders
12. Leaders
Re
-do.
We made mistakes, of course. Most of them were omissions we didnt think of when we initially wrote the software. We fixed them by doing it over and over, again and again. We do the same today. While our competitors are still sucking their thumbs trying to make the design
By the time our rivals are ready with wires and screws, we are on version
#5.
When to Wait.
Tex Schramm:
The
too hard
box!
Optimists.
15. Leaders
FOCUS!
To-dont
List !
V-E-R-Y Clear
Signals
Rule of Three!
Danger:
S.I.O.
17. Leaders
FORGET!/
Leaders
DESTROY!
Forget>Learn
The problem is never how to get new, innovative thoughts into your mind,
I am often asked by would-be entrepreneurs seeking escape from life within huge corporate structures, How do I build a small firm for
19. Leaders
Saviors-in-Waiting
Fail faster.
Succeed sooner.
David Kelley/IDEO
No man ever became great except through many and great mistakes.
Timeless Wisdom, compiled by Gary Fenchuk)
BIG MISTAKES!
Reward
Create.
to Scintillating
Experiences.
Experiences
are as distinct from services as services are from goods.
Joe Pine & Jim Gilmore, The
What we sell is the ability for a 43year-old accountant to dress in black leather, ride through small towns and have people be afraid of him.
Harley exec, quoted in Results-Based Leadership
26. Leaders
LOVE the
New Technology!
Leadership:
Technology Dreamer-True Believer
Talent.
28. Leaders
DO TALENT!
Brand = Talent.
TALENT
Best Talent in
each industry segment to build best proprietary intangibles [EM]
Source: Ed Michaels, War for Talent
Consult.
Passion.
31. Leaders
Sell
PASSION!
Gary Hamel:
Swimmers and colleagues remember a man of almost boundless energy and passion, pointing to his preternatural cheerfulness at 6A.M. practices.
Stanford magazine, on Richard Quick, womens swimming coach (13 NCAA championships, the Olympic teams he coached won 59 medals)
Hed look you in the eye and tell you that you could do it. He was so genuine and passionate that youd start to believe it yourself.
Jessica Foschi, All American and NCAA champion
in a Hurry
anymore.
We sell speed.
Peter Lewis, Progressive
Metabolic Management
34. Leaders
Focus on the
SOFT STUFF!
Hard is
soft. Soft Is hard.
If you dont
LOVE
SALES find
another life. (Dont pretend
youre a leader.)
36. Leaders
LOVE
POLITICS.
POLITICS find
another life.
(Dont pretend youre a leader.)
Minimize risk Respect the chain of command Support the boss Make budget
*Fortune, Most Admired Global Corporations
38. Leaders
Give
RESPECT!
It was much later that I realized Dads secret. He gained respect by giving it. He talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a bishop or a
He was seriously interested in who you were and what you had to say.
college president.
Source: Sara Lawrence-Lightfoot, Respect
Amen!
What creates trust, in the end, is the leaders manifest respect for the followers. Jim OToole,
Leading Change
Thank
You.
need to be appreciated.
need is the
William James
FLOWER POWER
40. Leaders
Are
Curious.
WHY?
41. Leadership Is
a
Performance.
No. 1 actor.
FDR
You must
be
Its always
showtime.
David DAlessandro, Career Warfare
43. Leaders
Have a
GREAT STORY!
communication of a story.
Howard Gardner Leading Minds: An Anatomy of Leadership
Leader Job 1
Introspection.
44.
Leaders
Enjoy Leading.
45. Leaders
LAUGH!
Individuals (would-be leaders) cannot engage in a liberating mutual discovery process unless they are
Questions: What do others think of you? [Are you sure?] What do you think of you? [Are you sure?] What is your impact on others? [Are you sure?] What is your impact on others? [Are you sure?] What is your impact on others? [Are you sure?] What are the little things you (perhaps unconsciously) do that cause people to shrivelor blossom? [Are you sure?] What do you want? [Are you sure?] Are you aware of your changing moods? [Are you sure?] How fragile is your ego? [Are you sure?] Do you have a true confidant? [Are you sure?] Do you perform brief or not-so-brief self-assessments? Do you talk too much? [Are you sure?] Do you know how to listen? [Are you sure?] Do you listen? [Are you sure?] What is your style of hashing things out? Are you perceived as (a) arrogant, (b) abrasive (c) attentive, (d) genuinely interested in people, (e) etc? [Are you sure?] Are you flexible? Have you changed your mind about anything important in a while? Are you comfortable-uncomfortable with folks on the front line? Do you think youre in touch with the pulse of things around here? [Are You Sure?] Are you too emotional/intuitive? Are you too unemotional/rational? Do you spend much time with people who are new to you? [Do you think questions like this are so much BS?]
47. But
Leaders have
MENTORS.
Upon having the Leadership Mantle placed upon ones head, he/she
shall hear the unvarnished truth again!*
to lay it on with no jelly.)
never
48. Leaders
are
RELENTLESS.
Success seems to be
largely a matter
49. Leaders
???:
You cant behave in a calm, rational manner. Youve got to be out there on the lunatic fringe.
Jack Welch
The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.
Michelangelo
51. Leaders
Relentlessly Pursue
Excellence
Excellence can be obtained if you: ... care more than others think is wise; ... risk more than others think is safe; ... dream more than others think is practical; ... expect more than others think is possible.
Source: Anon. (Posted @ tompeters.com by K.Sriram, November 27, 2006 1:17 AM)